Learning objectives :

• Prepare for negotiations systematically to arrive with a strong position and clear alternatives
• Use the approaches and phrasing that create the conditions for an agreement
• How to make concessions, handle deadlocks, and close a deal
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Course :

Session 1: Preparing for Negotiations
A negotiation is often won before it even begins. Participants learn to assess the situation before entering into discussions: Where is the scope for reaching an agreement? What is my Plan B if things don’t work out? What concessions am I willing to make, and at what cost?

Example of a tool : The Zone of Possible Agreement (ZOPA: define your opening position, your target goal, and your walk-away point below which you prefer not to agree, to visualize the space within which an agreement is realistic) + the BATNA (Best Alternative To a Negotiated Agreement: identify your best Plan B if negotiations fail, to clearly know when to accept an agreement and when to walk away) + preparing for concessions and give-and-takes to anticipate before entering negotiations.

Case Study : Prepare for a real or simulated negotiation using both tools: define your opening position, your walk-away point, and your BATNA, and list your possible concessions along with the expected trade-offs for each.

Session 2: Stating Your Position
How you begin a negotiation often determines how it ends. Participants practice the approaches and phrasing that allow them to state their position confidently while keeping the discussion open: neither too rigid nor too accommodating.

Example of a tool : Negotiation techniques and phrasing (active listening: paraphrasing, taking notes, not interrupting / co-construction: seeking to create value for both parties rather than engaging in direct confrontation / open-ended questions: exploring the other party’s actual needs before defending one’s position / nonverbal communication: managing one’s posture, eye contact, and pauses).

Case Study : Practice presenting your opening position using the communication cues discussed, while avoiding reflexive responses that shut down the discussion before it has really begun.

Session 3: Reaching an Agreement and Closing the Deal
The real negotiation begins when disagreements arise. Participants learn how to move forward even when negotiations stall, make strategic concessions, and close the deal with a solid agreement, through hands-on practice with real-world scenarios.

Example of a tool : Strategic concession and mistakes to avoid (Disagree first: express your disagreement early on so you feel more comfortable once it’s out in the open / Affirm your commitment to the overall goal before proposing an alternative, so as not to give the impression of taking a principled stance / Encourage reflection through a coaching approach rather than blocking: “Have you tried…” rather than “I know this will be rejected” / Suggest actions even when you don’t yet have a perfect solution).

Case Study : Practice with peers using real-life scenarios (negotiating resources, deadlines, contract terms, salary, etc.) to apply the tools from the three modules in practical situations and receive direct feedback.